We are currently researching:Coaching
leaders to drive profound changeWhat coaching practices support Leaders
in being transformational, (transforming self, their contexts/organisation's and
wider society/world systems) within a rapidly changing world view and business
environment?

focussed

aligned

networked

collaborative

energised

evolving

developmental

passionate

With specific focus on understanding the role that Leaders
play in building creative, engaged high performance organisations:

~Engaging
the spirit of people towards optimal performance

~Building
environments that support creativity and innovation

With
three supporting questions:

~What
is the essence of these sought outcomes 'ways of being' and what are the 'common
enablers across these areas that leadership characteristics and tactics could
affect?

~What
are the leadership beliefs, characteristics and tactics that enable or hinder
these outcomes?

The fieldwork
will involve sourcing and selecting case studies for comparative analysis, engaging
the leaders and coaches in dialogue around the models and developing understanding
of how the model is helpful in practice or not.

1
Is it possible to enable more people to become empowered, have more choices, build
a better world, better workplaces and more meaningful lives?

2
Could a conceptual model be developed for bridging the wisdom of the world and
management practice to unleash true performance and improve coaching practice?

3
Will understanding the source of true creativity and the process of full engagement
provide real insights into what drives profound change? (transformational shifts
in performance?)

4
What relationships exist between leadership characteristics, (beliefs, capabilities
and tactics), and building a creative, engaged, high performance workforce /organisation?

5
What coaching practice (beliefs, practices, principles, ethics, competence, supervision)
support the leader in becoming an instrument for sustainable change in these areas?

6How
can Leaders influence through their personal leadership or through building the
environment/ organisation/context for empowering conditions to flourish?

7
Creativity, engagement and high performing organisations - is there a link?

8
Creativity and engagement are at their core about individual choice, a human cannot
be forced to be creative. In fact it takes great personal courage and a significant
amount of awareness (inward self awareness but also outward other awareness) to
truly engage to embrace the uncertainty of creativity. Implicit in my understanding
of this challenge therefore is the belief that any organisation that does not
enable choice, creativity and engagement will not be a high performance organisation?

9
To truly build a high performance / sustainable creative organisation, must recognition
of peoples 'consciousness' be prioritised?

10Free
will and choice has at its source, consciousness, the spirit and passion of people
only emerges from the deep when it is safe to do so or when it is critical for
life/survival or essential for the achievement of a powerful meaningful principle
or goal that the person holds dear?

11
Is Deep change a requirement for individuals, organisations, Leadership and the
systems in which we must function, to be empowered, to engage in a manner that
releases creativity, energy, and passion and peak performance?

12
Is the world in which we are operating shifting? Do the old rules and thinking
no longer apply? What do discoveries in quantum physics, chaos theory, on linear
dynamics, living systems and emergence tell us?

13
Are we are struggling to find the language to work with and understand some of
the real challenges we face?

14
Creativity, change and engagement can be looked at as a process or a set of steps/practices
but are these not manifestations of the state of our being, our level of learning,
our level of self-awareness and our level of courage as human beings?

15
Are we not key players in creating and sustaining the system within which we operate
and how might we seek to transform ourselves and our systems to be healthier and
more sustainable?

16
Through working with humanity and respecting the individual in all our uniqueness
not just our logical producing capacities, we may discover the way to humanise
the world and build more sustainable ways of being and doing business?

17
Within the current model of business is it crucial that leaders both lead in a
transformative way and that they enable/empower and support their people to participate
in transformation?